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CONFLICT RESOLUTION

Col (Dr) Syed Arsalan Haider Bukhari ,TI(M)Associate Professor & Classified Orthopedic Surgeon

HOD Department of OrthopedicsCombined Military Hospital, Abbottabad

“None of us is a stranger to the reality of Conflict . It haunts the human race at all t times, only to strike upon it, in the first available opportunity.........(Churchill)

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A struggle to resist or overcome one another A Contest of opposing forces or powers A state or condition of opposition, inter-

personal discord or antagonism. A painful tension between parties ,set up by

opposing and contradictory impulses.

WHAT IS A CONFLICT

FACT

Conflict is a natural phenomenon. Basically it is neither good or bad. But the positive or negative outcomes of a

conflict are determined by the fact whether it is resolved properly or not.

Types of Conflict Interpersonal (family, friends, workplace) Institutional National Regional International

CONFLICT PATTERNS IN A HOSPITAL

Inter doctor conflicts Doctor- Staff conflict Staff – Staff conflict Doctor – Patient conflict Doctor – Patient’s attendant conflict

COMMON CAUSES OF CONFLICT

Opposing viewpoints or opinions Communication gap High expectations Stressful working conditions Frustrations Lack of knowledge Gender bias Values being tested Injustice

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BASIS OF CONFLICT

Pre-existing (Chronic)

- carry over from previous experiences Spontaneous Reaction – (Acute)

- over-reaction in a tense critical time Cumulative Response – ( Ac on Chronic)

- a series of negative experiences or bad breaks that ultimately culminate in serious discord

Is conflict always dangerous??

No , not always, as it …….– Indicates our weak areas– Shows us our faults– Gives us food for thought– Helps us rectify things

But then it can be very dangerous especially when it ……

WHEN IS CONFLICT DANGEROUS

Diverts attention Decreases performance or output Undermine morale of institution. Polarizes people, (groups formation) Breeds harmful behaviors and hidden anger Allows interference by outside authorities into

institutional affairs. Progressively erodes the foundations of an institution

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RESPONSES TO CONFLICTS

Fight or Flight

Silence to Violence But the most disastrous outcome of a covert

conflict is a silent inter party discord with a sudden outburst in form of irrational behavior or violent fight. (Pressure cooker effect)

So its important to look for covert conflict.

USUAL COVERT CONFLICT INDICATORS

Aggressive body language Persistent interparty disagreement Strong public statements Lack of respect Verbal gestures, calling names, back biting Deteriorating performance Agitated state of mind

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WHAT TO DO ???

Remove the conflict as soon as possible.

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METHODOLOGY

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THE THREE BASICS OF

CONFLICT RESOLUTION

1. Recognize that there is a Conflict (Problem)

2. Defusing The Time Bomb - (Goal setting)

3. Implementation (Action)

Common Styles of Conflict resolution

Turtle lose/lose(Avoidance)

Shark win/ lose

(Domination)

Fox win some/ (Compromise) lose some

Owl

(Collaboration) win/win

RESOLVING THE CONFLICT

While resolving a conflict remember that:

“You are under the magnifying glass”

RESOLVING CONFLICT

Never start with a biased mind or preconceptions It is mandatory that you do your homework Meet the conflict heads on Avoid distractions. Display dedication to resolve the conflict. Don’t be afraid of outcome if it is for a broader

interest of the institution or system

RESOLVING CONFLICT

Display leadership, empathy and composure. Be polite but firm on principles Never display a “sorry stance”. Its counter-

productive Don’t undermine subordinates (blame

response) Facts may not be as they seem……………….

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RESOLVING CONFLICT

“There are always two sides to a coin” .Every conflict is a matter of listening and seeking to understand the problem

Always eliminate ambiguity. Defuse the situation - do not abuse it Do not lose your composure - this is inexcusable Always display proper physical demeanor When in a fix, do not try to handle the situation alone

- use your friend. Avoid making lame or false promises.

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RESOLVING CONFLICT

Understand you are not going to please everyone – WHERE NECESSARY “AGREE TO DISAGREE” .

If change is necessary - make the change support your colleagues - you are a team; “But don’t be dishonest”. In all the proceedings keep secret what is secret Always view the initial agreement as PROVISIONAL. Keep Track and modify according to requirements. LEARN FROM MISTAKES AND MODIFY.

SUMMARY Attack the problem not the person Concentrate on interests, not positions Come up with options in which both sides can win

(Win-Win options) Cooperate / Collaborate together to solve the

problem fairly which respects the interests of both sides

Always revisit the solution and modify if need be.

A SHORT EXAMPLE

OF COLLABORATION AND COOPERATION

“Lemon tale”

Once there were two women who both wanted to buy a lemon.However, as luck would have it , there was only one left in the shop.

Both started to quarrel as to who will have it. The conflict resulted with both getting half of the lemon each.

One woman took her half lemon home and squeezed it to make a lemonade and threw away the lemon shell.

The juice she got was hardly enough to make half of glass of faintly tasting lemonade.

The other grated the rind to make an lemon flavoured cake. The juice went splattering everywhere! And the cake she made wasn’t as flavoursome at all as she had hoped.

Had the shopkeeper been wise enough to resolve their conflict ……………..then their collaboration would have resulted in :

One woman would have taken the juice for the lemonade and the other would have used all the lemon shell for lemon rind cake!

“Everyone would have benefitted”

REMEMBER THIS PICTURE

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“Kill the conflict before it kills you”

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